David Leech - Hr Transformation Director Email & Phone Number

Chalfont St Peter

Global technology-led translation, localisation and Intellectual property business created by the acquisition of SDL by RWS in 2020. In 43 countries, c8,000 employees. T/O c£700m.As VP HR of the Intellectual Property (IP) Services division post-acquisition, left a legacy of effective HR delivery, improved management, streamlined structure, engaged staff and enhanced retention. Highlights:• 2021, after the SDL acquisition, worked with Global Group functions to integrate HR processes. Covered: Staff survey; Flexible working; Management Reporting; Talent Acquisition; Compensation and Benefits; Organisational values.• Achieved significant staff engagement and retention during pandemic in 2020/21 via a systematic communication and well-being programme. • Led restructure programmes 2020 and 2022 - achieving 20% global headcount reduction. Enabled division to hit targets in FY 2021 and 2022. • Delivered a structured return to office programme 2021, launching new hybrid working policy: 66% take-up rate.As Global HRD of RWS IP Services 2018 to 2020, I achieved improved retention, better skills in leadership and staff, better HR services via business partnering, enhanced performance and engagement. I was appointed to the IP Services Board in 2018.Highlights:• Transformed HR function: introduced business partnering, use of HR Information, reporting and first-ever HR budget. Upgraded recruitment performance, improving inflow of quality recruits by 25%.• Initiated RWS first-ever leadership and talent development programme. Covered 100% of managers and 25% of staff in first year. All staff covered in 3 years.• Directed implementation of new performance manage process - 2019 • Led targeted retention programme. Improved from 26% turnover to 14%• Improved in RWS attractiveness as employer, with improved salaries and financial benefits• Promoted internal communications process from CEO to staff on business issues. Achieved 78% approval rating.

London, United Kingdom

Hitachi Consulting EMEA was formed by the acquisition of Celerant Consulting by Hitachi in 2013. Grew by acquisition and organically to £120m p.a. revenues and 600 people. It was an IT consultancy which also provided operational consulting services. - Directed due diligence and integration of acquisition of IMGROUP, an IT consultancy. 120 people £30m revenues.- Led integration of outsourced National Breast Cancer Screening Service. TUPE transfer process became model for future deals. £1m revenues p.a.- Led 2015/6 restructure of HCC EMEA workforce, saving $4m, boosting utilisation above 70%+ - Led shut-down of HCC Operational Consulting division. 11 countries, 200 staff, $20m savings- EMEA lead for new global Performance and Talent process, combining simple ratings, goal setting, 360 feedback, talent identification. - EMEA lead for new annual compensation review, with improved processes and online systems.- EMEA lead for delivery of short and long-term incentive plan. Long-term plan for key senior staff.- Delivered sales skills improvement programme. 100 key staff covered. Followed by record sales year.- Established direct recruiting model in EMEA. Cost per hire fell from £13k to £5k.- Set up graduate recruitment and development process, attracting high quality recruits with online methods.- Delivered targeted retention programme focused on key client-related staff and bespoke interventions. Attrition fell from 20% to 15%- Enhanced HR service levels through emphasis on speed of response and clear communication.- Developed Business Partnering culture, establishing strong relationships with business leaders, advising, collaborating and coaching on key issues- Created regular information reporting for EMEA regional leadership, providing analysis and recommendations

Richmond, Surrey

* Saved annualised 3.6m Euros in direct staff costs as part of business restructure* Saved additional 0.5m in indirect costs including training and vacation accrual* Delivered 1m annualised savings in recruitment costs via improved headcount and capability planning plus effective control mechanisms* Contributed to enhanced gross margin of 56% on projects through co-development of improved staffing practices* Delivered high potential staff retention strategy, reducing turnover rate among top 25% * Upgraded recruitment quality via improved candidate sourcing and selection methods plus employer branding. Enhanced quality and retention of new hires* Introduced online performance management and appraisal system* Initiated career management process, focused on clear information on career paths and defining developmental responsibilities* Initiated review of staff benefits identifying improvements and savings of 15%* Improved Health and Safety practice via the development of a toolkit for on-site teams* Enhanced training management with blended approach saving time and costs while achieving learning goals* Co-led design and response to internal climate survey

Government Department - Role: Competition and Consumer enforcement. 600 staff: lawyers, economists and general civil servants. £70m budget. Value to UK economy £500m)- Led programme to create more functional and cost-effective organisation design. Realigned major OFT functions, removing layers of hierarchy and creating new leadership and governance teams. Overall cost-saving £2m- Developed and embedded principles of organisational design and change management. Now OFT standard practice. Adopted by other government departments including Home Office- Partnered with CEO to develop more capable and effective leadership: restructuring top teams, developing their performance, coaching individual leaders. Covered Board, Executive Committee, all Directors (50 Senior Civil Servants) and departmental teams. - Delivered standard management framework for OFT, aimed at balancing task, development and strategic communication. Instrumental in gaining IIP standard - Developed OFT culture through culture audit and improvement programme. Involved 75% of staff in review and action-planning. Established strong feedback and improvement culture with enhanced stakeholder focus and personal accountability- Led staff engagement programme with HR and Internal Communications. Three-year improvement in staff survey scores. OFT moved into high-performing group in Civil Service, increasing staff engagement score to 63% in 2010 (Overall CS score fell to 56%)

• Led UK/Europe side of merger with Alcan Head Office functions in Canada and France. Included Legal, Finance, IT, HR, Property, Exploration. Covered c700 staff. £1.5m savings• Upgraded HR service to Head Office functions, providing high-quality service in change management, resourcing, remuneration and employee relations.• Set up European HR Network, promoting effective international collaboration.

• Led HR contribution to takeover of Eastern European firm. Included: due diligence; negotiating terms; integrating staff in 3 countries. Low attrition. 20% revenue increase.• Talent management: established cadre of High Potential staff, focusing on partnership preparation from earlier in career. Covered 6% of fee-earners• Raised new partner quality. Upgraded assessment, selection and review. 20% existing partners selected using new approach by 2007• Upgraded recruitment at all levels. New recruitment function. Selected better agencies and on-line providers. Enhanced staff referral scheme. Achieved 80% offer to acceptance rate.• Enhanced staff engagement. Used internal and external publications to promote employer brand – The People Report; Charting your Course. Set up consultative group of fee-earners. Delivered communications on the employment ‘deal’.• Enabled 20% increase in chargeable time-recording and billing via integrated appraisal, remuneration and training process• Enhanced Human Capital management. Systematic analysis of HR and innovative use of related finance data to improve decision-making.• Delivered effective change management on series of projects including: Outsourcing of IT; outsourcing of Business Services including TUPE transfers. • Transformed HR service: set up business partner model; improved staff quality; business-focused HR strategy

• Delivered cost-effective and commercial HR service. Merged 3 legacy teams; set up business partner structure; delivered standard, low-cost, processes; enhanced service levels and reduced costs by £550k over four years• Led downsizing of UK business during 2001/2. Developed and delivered redundancy programme, reducing headcount by 12.5% within budget and without litigation• Delivered cost-effective recruitment: centralised recruitment planning and processes, partnered with key agencies, achieved £250k savings per annum• Led consolidation of employment conditions from legacy businesses in context of TUPE. Included closing final salary pension scheme, standardising benefits and contract terms• Led HR contribution to acquisition of Fedsure in UK. Set up HR services, handled TUPE transfers and related Employee Relations issues.• Set up robust, consistent performance and salary review process, enabling market-related decision-making for the first time and ensuring low-risk, compliant salary and bonus decisions. Led to equivalent of 5% reduction in pay bill

• Talent management: enhanced partner candidate quality through management and development programme – Executive team management; career review process; development centres; coaching. Success rate improved from 40% to 80% • £1m+ p.a. cost saving though retention programme focused on programme of early interventions with potential leavers• Upgraded recruitment while saving costs of £0.75m. centralised and re-designed processes.• Enhanced revenues for audit teams through work-life balance programme. 10% revenue improvement through more effective working and lower cost of audit. • Enhanced HR service, merging two legacy teams and delivering focused functional structure

• Performance Management – Performance Management process for merged business• Area Personnel Manager – Set up new business partner role for branch network, providing strategic and operational support for area of 1500 staff• Management Development – Delivered management development process for key tier of 6,000 junior managers